edito - cryostar › datas-pdf › magazine › 33 › ... · edito over the course of its more...

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editoOver the course of its

more than 50-year history, CRYOSTAR has �� business growth on multiple occasions, each of which has provided the company with an opportunity for improve-ment. CRYOSTAR surpassed €100 million in sales in 2005, €200 million in 2012 and has now surpassed €300 million. This constant evolution has been marked by repeated important successes on the majority of the company’s markets. CRYOSTAR’s main method of handling a high level of growth is to have an organisational system ��reactivity. This is not always �� growth often comes hand in hand with new challenges.

�� integrate the many new employees into all levels of the organisation. This is why particular care is taken, during recruitment, to attract people with the talents and skills that will be needed in the years to come. It is equally important to re-tain these employees, which �� optimal work conditions and career development options.

The second challenge has to do with the tools used for work, notably in terms of IT, as it is essential to replace and update management software (ERP). It is also important to update our IT platform for the manage-ment of data and technical documents or PLM (Product Lifecycle Management), in order to ensure CRYOSTAR’s continued technological

leadership. Along the same lines, a new CRM (Customer Relationships Management) system, the subject of an article in this Magazine (see page 3), has been imple-mented.

This leaves the important challenge of infrastructure, as with increasing oppor-tunities comes the need to install additional production ��equipment, on a site with a limited amount of space.

Successfully taking on chal-lenges is part of CRYOSTAR’s DNA. As we have done be-fore, we will meet these new challenges with passion and enthusiasm, ensuring we are able to provide a satisfactory response to our customers’ growing trust in us.

CRM : Customer Relationship Management 3

Millennium : 25 years of adventure ! 5

Managing Turbine Tests 6

GBSD 190 A promise kept 8

Client Survey Areas of Improvement 9

New building, called “Hydrogen” 10

News 11

Samuel ZouaghiPRESIDENT

summaryNews

3i s s u e # 3 3 - s p r i n g 2 019

Our recent decision to deploy a new CRM (Customer Relationship Man-

agement) system is thus an important step in the right direction.

CRYOSTAR has long been a forerunner in �� -pany launched a Customer Service-based CRM project. The creation of a platform (team) dedicated to this tool allowed CRYOSTAR to develop a better method of tracking customer activity, all while �� associated with customer relations.

OBSERVATION

Over the course of the last ten years, however, CRYOSTAR’s volume of business and number of employees have both in-creased, as has technical complexity.

At the same time, computer science technology has experienced exponential growth with the widespread use of smart-phones and tablets, the appearance of cloud computing and the development of ��

Given the current context, users have more (and more precise) needs, and CRM tools have developed greatly.

Technology has also evolved via social networks and different web platforms, and users have ever-greater expectations in terms of ergonomics, speed and mobility.

In other words, the CRM tool from 2008 was no longer meeting the needs of the company or its clients. It was clearly time for a change.

One of the lessons we learned from our recent Customer

satisfaction survey (see article on page 9) is that we need to

develop and improve our relationship with our clients.

CRM C U STO M ER R EL AT I O N S H I PM A N AG EM EN T

4 the C R YO S TA R M A G A Z I N E

NEW CRM

After studying both internal needs and client needs in detail and then comparing the CRM solutions currently available, CRYOSTAR opted for “Salesforce”, the uncontested leader on today’s market.

�� "�� objectives:• Develop client-focused processes,

improve user feedback, centralise infor-mation by making it accessible to people in regular contact with customers.

• Have global visibility with reliable, up-to-date information in order to better respond to clients’ needs or even antic-ipate them.

• �� platform accessible from a PC, a tablet or a mobile phone.

ACTION PLAN

Various CRM modules will be put in place progressively. First, in 2019:• Commercial activity for the sales of ma-

chines, spare parts and service, with the “Sales Cloud” module, which will allow us to improve the sales process.

• Customer support through the im-plementation of the “Service Cloud” module, designed to ensure that client requests are consistently followed up on, particularly in the Customer Service context.

• Targeted marketing based on customer markets, geography and typology.

Other modules will then be integrated providing for the management of on-site interventions (the “Field Service” module) and the “customer portal”, which allows clients to connect directly to the CRYOS-TAR CRM via a web browser and create their own commercial requests or questions via the portal, which can provide CRM information directly.

Another area that calls for further de-velopment is the Internet of Things, which consists of placing sensors on our machines to provide information on their operation and then transfer said data to the CRM to proactively offer the client a solution to a latent problem detected in the machine or propose spare parts that may be needed in the short term.

The CRM offers numerous opportunities for improvement in both commercial and technical exchanges with customers, and represents a meaningful project for CRY-OSTAR. It prioritises both the improvement of customer relations and work ergonomics and, by the same token, the effectiveness �� "��in contact with the actors in our markets.

5i s s u e # 3 3 - s p r i n g 2 019 255555

years ofadventure !

Millennium is the name of the ERP program developed by and for Cryostar. The program has evolved substantially over the years- the most important steps in this evolution are described below.

The story began in the early 1980s with a Burroughs main-

frame and accounting, purchasing, inventory management and work-in-progress programs using COBOL, which were developed by a computer engineering service company (SS2I). In 1994, Cryostar took two major steps forward when they began using a new Unisys A-Series mainframe and developed a new accounting and production application. In 2000, the ERP was christened “Millennium”. That same year a computing department was created, consisting of three devel-opers and two network managers. In 2001, with the advent of the age of PCs, Millennium left the world of character-oriented terminals behind, and began using a more modern graphic environment.

What follows is a long list of inte-gration:

• In 2002, they integrated a Part Data Management module for technical data management, along with a Commercial Man-agement module.

• Faced with increasing activity in various business centres, Millen-��"�� #��-fornia, then in Pennsylvania, the UK and Singapore. Millennium became a multi-site, multilingual program.

• In 2003, Cryostar set up an e-procurement portal for man-aging supplier bids.

• In 2004, Millennium left the closed, proprietary world of Un-isys for Windows, allowing Millen-�� $�� and making the SQL database accessible to third-party appli-cations via standard protocols.

• In 2005, an e-Business appli-cation was released, allowing customers to order spare parts online.

• In 2007, Millennium integrated a planning tool, PsNext.

• In 2009, parts inventory moved into the era of automation, with a new automatic storage system. Millennium integrated Copilote software, allowing parts to be handled using bar codes.

• In the same year, it integrated the CRM Update application, allowing Cryostar to better meet the needs of its customers.

Since its founding in 1994 Millenni-um has grown continuously, always evolving to meet new needs and working passionately to contribute to its clients’ success.

M I L L E N N I U M

25


In this new series, “A day with…”, we focus on the responsibilities and daily activities of David Vogt, team leader within the turbomachine test bench team.

David has been with Cryostar for 10 years. After his start

in the pumps and turbines Repairs Department, which included on-site work, David joined the ��%�� years ago. After two years as a tester, he became team leader, the position he still holds today. David

now works with 3 different test stands dedicated to tur-

bines and compressors.

As a leader in the high technology

sector, it’s im-portant that C r y o s t a r continues to p r i o r i t i s e innovation, developing s o l u t i o n s a n d equipment that are

�� %��adapted to clients’ needs. An essential step in the validation of these innovations is of course testing, which ensures the quality and performance of our machines.

As a team leader, David handles a wide range of tasks and respon-sibilities. He acts as a logistician, collaborating with the scheduling department to organise tests, pro-pose deadlines and coordinate a sequence of testing that allows for a maximum number of machines to be tested at the three benches. He must also organise and oversee the different phases of prepara-tion, which include installing the machine into place, conducting a complete check against the drawings and installing equipment and connections (piping, electri-cal cables, water, oil, vibration measurement tools, alignment).

MANAGING TURBINETESTS

7i s s u e # 3 3 - s p r i n g 2 019

If the machine being tested is new or particularly complex, an inter-��%�� order to verify the machine’s per-formance and mechanical behav-iour. Internal tests can also be used �� for Research & Development projects or to measure vibrations (an area in which there is always room for experience gathering and improvement). Next, it is time to test the machine in front of the client, and occasionally also in the presence of an inspection authority. This test follows a pre-planned sequence of procedures that were validated together, and a test report is produced at the end. Finally, the machine is dis-assembled for further inspection.

In the case of an incident, proper root cause analysis, investiga-tions and improvements must be carried out to ensure that equip-

ment meets client expectations and a smooth commissioning.

As a team leader, David is respon-sible for both the safety of the tests and of the members of his team. He is also in charge of communicating goals, meeting client expectations and requirements, ensuring com-munication between departments, providing technical support to his team, training team members, verifying the application of pro-cedures and prioritising tasks, par-ticularly in the case of any delays.

Training is essential, because the career of “tester” is not something that one can learn at school. Tester training is lengthy and can only be done internally. Often, a tester will have already cut his teeth in machine assembly or repairs, or occasionally during on-site com-missionings . No matter his or her background, a tester must be ver-

satile and have perfect knowledge of how the machines operate.

In his position, David communicates internally with numerous depart-ments: the research department (for machine performance and vibration data), production (which is the step before testing), quality assurance (for test procedures and �� '� �� (for logistical purposes). He is also in contact with clients and designat-ed inspectors, who assist with and verify the compliance of testing.

David is fully aware of how impor-tant testing is to Cryostar. Indeed, testing is in a way the capitalisa-tion and improvement centre of the company, ensuring the compliance and integrity of the equipment. Above all, it is a major asset for technical progress, innovation, and Cryostar’s continued position as a leader in high technology.


GBSD190A promise kept

�� -�� !"�� #�� $$%&��maintains its position as market reference.

It took Cryostar more than two years to develop this new pump,

based on client feedback and our own experiences. We adhered to the initial guidelines established for the GBSD 190. Our technical teams succeeded in improving the dis- �� *�"�rates, the output and its resulting power, in a machine of a similar size to the GBSD 185, all while main-taining the same centre-to-centre �� the installation of the new machine.

The entire machine was re-exam-ined. The cold end is entirely new, �� with the double volute foundry design.

These improvements, along with �� *��

“homemade” anti-vortex device, result in a machine that is noticeably better in terms of both vibration �� %�� operating conditions.

The motor assembly, which includes a completely redesigned 40 kW motor and an improved coupling, combine with the new cold end to offer our clients increased produc-tivity and a better TCO (total cost of ownership). This machine is at the top of the line that also includes the GBSD 155 and GBSD 185, offering superior capacity that can meet the need for a high-pressure pump.

Designed to deliver high-pressure tanks, this pump offers even more discharge pressure with a 70% �� *�"� �� /�� ";� �� -dium-pressure applications, the

*�"��<�=��The development plan included ��%�� As soon as they started using the machine, the users informed us that they had noticed a more robust, more powerful operation. In order to fully validate the development of the new machine, we continued trials for more than a year, including anal-ysis of both automated data and regular user reviews. Well before �� >�� had already met with user approval and more than 30 machines had been built. We hope it will have the same success as the GBS 155: as of this year, more than 7500 of these units have been installed since the machine’s launch in 1983.

We also took advantage of this in-depth analysis and development project to improve our installation and start-up guides, which we now include in the packaging when we deliver our machines. Cryostar wishes not only to produce high quality equipment, but also to pro-vide a global customer experience in which we accompany the client during the product’s entire life cy-cle. This is why we also emphasise the importance of documentation and offering services to our clients.

GBSD 190: discharge pressure of more than?��%��*�"��@J��

Instrumented prototype of the GBSD 190 on our test bench in Hésingue, France.

9

…which is why Cryostar chose to fund a survey with the following goals: to objectively measure clientsatisfaction with the products and quality of serviceprovided by the company, to determine the com-pany’s position with relation to competitors, to gaina clearer understanding of what clients see as the company’s strengths and areas of improvement, to identify any possible disparities in comments basedon the market or client’s geographic location and to encourage staff to take ownership of the resultsby means of a “mirror” survey aiming to compare internal perception with client perception.

This survey was conducted by telephone in October and November 2018, with a total of 157 interviewscarried out in English, French and even Chinese. The responders were primarily engineers, technicians,distributors and buyers, of whom 66% were end users of Cryostar machines. Nearly 70 questionswere asked over the course of the survey, which lasted an average of 30 minutes. 429 companyemployees participated in the “mirror” survey.Six main topics were addressed:• The client’s relationship with CRYOSTAR during

the sales phase • The client’s relationship with CRYOSTAR during

the project execution phase • On-site work carried out by CRYOSTAR • Requests for spare parts from CRYOSTAR • CRYOSTAR products

• Information from/communication with CRYOSTAR With questions regarding:• Overall satisfaction• CRYOSTAR’s company image• The evolution of customer service as perceived

over the course of one year• The likelihood that the client would recommend

our products or services• Competitive position in terms of products• Competitive position in terms of services provided• Suggested areas of improvement • The client’s major “challenges” • The client’s intention to purchase from us in the

next 12 months

This study, the results of which were shared with allCryostar employees, provided us all with a better understanding of market expectations in all areasof client relations and, at the same time, allowed us to compare client perception with employee perception of said relationship.

Cryostar now wishes to capitalise on this survey tomake improvements, becoming ever closer to our clientele and meeting or even exceeding market expectations. We have developed a progress plan "�� "�� course of 2019. This plan mobilises our employees around a precise understanding of Cryostar equip-ment users’ expectations.

In order to fully satisfy our clients, it is essential for us to understand not only their needs and wishes, but also their perceptions and opinions of key vendors such as Cryostar. Of course, we

can gain some insight from our day-to-day in-teractions with clients during the sales, project � �� '�� % *��Cryostar wished to take things a step further…

CLIENT SURVEYAREAS OF IMPROVEMENT

10

F� ��"�� sectors and markets, CRYOSTAR is at

an important crossroads. It is crucial that the company reinforces the organization-al base- on both a structural and a human level- to take on the important challenges the company is sure to encounter in the ��Z�� [�� ;scale projects such as the modernization of the IM and IT infrastructure as well as a major investment program have already been launched.

��"�� semester of 2018 with the construction of �� "� �� %�� \��which can host up to 50 collaborators.

Numerous employees joined the company over the course of 2018 and even more will be joining in 2019. In response to the resulting demand for new workspaces, it "�� ;��;��-plement solution- which is why Cryostar opted for a modular building. Aware that modular construction can some-times be less comfortable than traditional buildings, in order to provide its collabo-rators with a pleasant workspace Cryostar chose to use top-of-the-line modules.

2 modules were needed to constitute a surface of nearly 600 square metres � ��"��*��*��*��%��"��%�� #��>�� %�� J��installations.

During the project execution and thanks to the excellent collaboration among CRYOSTAR, and the twelve companies that participated in construction meant that the building was delivered and collaborators were able to move in a mere two months after foundations were laid. To make this building more aesthetically pleasing, the entire structure is covered in larch cladding. In order to decrease the building’s carbon footprint, heating and air conditioning is handled by a low-consumption heat pump system, in accordance with the RT2012 regulations. The high-quality construction results in a simple, well-lit work environment.

This new building is currently home to the Business Unit Process Machinery, in particular the TSS team (Technical Sales Support), Process Solutions departments, Instruments and testing, as well as project ��the changes to come…

New building, called “HYDROGEN”

S IZE

600m2

WORK STAT IONS

50FLOORS

G+1D IME NS IONS

18x17x6.2NB OF MODULES

24

11i s s u e # 3 3 - s p r i n g 2 019

newsA RECORD NUMBER OF ORDERS IN JANUARY 2019 is off to a roaring start, with more than €77.4 million in orders! New equipment accounts for €63.2 million in sales, with a high proportion of the projects based on LNG- in particular, the equipment ��@^_� �� Service activity was also particu-larly intense, with €14.2 million in orders. ��Cryostar’s leading position in both the LNG and the industrial gas industries.

CRYOSTAR CELEBRATES THE LAUNCH OF ITS FUEL-NG-DEPLOY CONCEPT

Cryostar celebrates the launch of its FUELNG-DEPLOY concept.

The inauguration, held last March 21st in the Netherlands, took place �� @^_� �� client ROLANDE, the buyer of the �� "� /`{@^_;|{-}@$~� @^_� �� This compact, modular, easy �� @^_� �� represents Cryostar’s latest tech-nological advances in the domain of LNG road tractor refuelling. This new concept is an optimal so-��J�� "��%��-��*�Z�-bility in terms of both LNG consump-tion and the location of the station. This event provided an occasion for the many clients and visitors in atten-dance to see the concept in its full size and visit the station, and gave us the chance to hear feedback from our client, whom we thank once again for their trust and numerous years of collaboration with Cryostar.

THE “HERCULE” DIGITAL PROJECT

CRYOSTAR will deploy new mana-gement tools in 2019 in order to op-timise global performance, provide our employees with high-perfor-�� of our processes, standardise reference documents and improve customer service and the everyday experience of our users.In addition to a new CRM (Client Relations Management), which is discussed in an article on page 3, a new ERP (Enterprise Resource Planning) that includes sales admi-nistration, purchasing, supply chain and manufacturing, quality and �� %�� %��intelligence processes, a new HR information system (HRIS) and a new PLM (Product Lifecycle Management) for technical and documentary data will be progres-sively introduced over the course of the year.This project thus concerns all aspects of management and, consequently, all departments in the company.

NEWS

Cryostar employees

retired

Recently, the following people

have retired. We wish them a

long and peaceful retirement.

NAME RETIREMENT DATE

JOB TITLE SENIORITY/YEARS

LOLL MARCEL ��J��J�� Customer service support 41y 3m

HEITZ PASCAL ��J��J�� Head of turbine production & testing 39y 5 m

RIVELLO DOMINIQUE ��J��J�� Foreman turbine assembly 32y 8m

HASSLER BENOIT ��J��J�� Responsible supply management 28y

MARQUE GERARD ��J��J�� Responsible project execution 14y 7m

STIEGER DANIEL ��J��J�� Testing technician 14y 7m

PERICHAUD BRUNO ��J��J�� Forklift driver 11y 3 m

BRAZIL

CHINA

FRANCE

INDIA

RUSSIA

SINGAPORE

UNITED KINGDOM

UNITED STATES

www.CRYOSTAR.com

© CRYOSTAR - all rights reservedContact: [email protected]

For contacts and addressesCRYOSTAR worldwide:

www.cryostar.com/locations

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